ROAD MAPS TO THE FUTURE
from a number of portfolio and capa- bility perspectives, ranging from simple historical program evolution to road maps that incorporate S&T, moderniza- tion initiatives, and other program and budget information.
To meet the challenge to support a number of plans from a number of per- spectives, it is in the PEO’s best interest to develop a road map that is synchro- nized across stakeholders and captures as many of the requirements as possible.
Data usually are readily available to build coordinated plans, and initial road maps can take just a few days to build. How- ever, this assembly of data is just the first step. Te PEO must resolve recommen- dations from the various stakeholders to ensure their buy-in. By and large, the ini- tial work within PEO MS has shown that current S&T investments are in concert with future system needs and will sup- port the overall modernization strategy.
Updating the road maps is a continuous work in progress in the Army’s ever-chang- ing environment. A number of
factors
influence changes, including fiscal reali- ties, changing requirements and evolving
threats. Trough the structured process of building a 30-year road map, the PEO defines long-term program goals that rec- ognize the ever-present element of change.
Each project office has a staff that assem- bles the road map from its perspective, including planned S&T transitions. PEO MS employs one
full-time person on
staff who coordinates with project offices, the COE and S&T communities to incorporate portfolio requirements and LIRA projections.
TOOLS OF THE TRADE Today, PEO MS captures its road maps in various sets of PowerPoint slides built to address portfolio- or program-specific plans. Each represents a snapshot in time. To maximize flexibility in view of the need to account for our ever-changing environment, the PEO MS Office of the Chief Engineer has established an ongo- ing effort to capture all program activities within Microsoft Project Professional, a Web-based scheduling tool. Tis allows for real-time evaluation of specific efforts by stakeholders in the project office and staff. By linking S&T development sched- ules in this Web-based environment, the PEO can better explore the impacts of
technology readiness and funding short- falls on technology transitions. More work is to be done to incorporate long-range COE plans into this environment.
Te PEO is also evaluating the ability to link this Web-based scheduling tool with other model-based system engineering tools, such as MagicDraw. If the linkage succeeds, PEO MS program plans will be unified automatically with architec- tures and requirements. Tis capability will allow the PEO to evaluate the effects of real-time changes to requirements on plans, architectures and system capa- bilities, with the potential for “what if” analyses and quick-turn assessments of funding impacts on long-term solutions. Te result will be a comprehensive snap- shot of impacts that can support senior leaders in a timely manner.
MAPPING AIR AND MISSILE DEFENSE Figure 1 on Page 27 depicts the planning strategy for the air and missile defense (AMD) portfolio. In the recent conflict, the Army identified a need to protect Sol- diers in forward operating bases against incoming rockets, artillery and mortars (RAM). Te response to this urgent need
AMD COMMAND AND CONTROL
The Integrated AMD (IAMD) Battle Command System, shown here with the Integrated Collaborative Environment, provides a common mission command capability enabling control and management of Army IAMD sensors and weapons. (Photo courtesy of IAMD Project Office, PEO MS)
28 Army AL&T Magazine April–June 2014
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